Sex and gender differences in leadership
| Part of a series on |
| Sex differences in humans |
|---|
| Biology |
| Medicine and health |
| Neuroscience and psychology |
| Sociology and society |
Sex and gender differences in leadership have been studied from a variety of perspectives, including personality traits, sex and gender roles, and intersectional identities, to name a few. Scholars from fields such as leadership studies, management, psychology, and sociology have taken interest. The terms sex and gender, and their definitions, have been used inconsistently and sometimes interchangeably in the leadership and management fields, leading to some confusion. Most scholarship has explored topics relating to women and leadership, rather than to men, intersex people, or transgender or non-binary people.
Scholars have noted the importance of understanding women’s leadership because research has shown that while women are less likely to emerge as leaders than men, women have been found to be more effective in many contexts. Significant organizational potential is lost when qualified women are underrepresented in leadership positions. Scholars also see an ethical imperative to close the gender pay gap, reduce discrimination, overcome gender stereotypes, and improve material outcomes for all women.
Major topics of interest have included leadership traits, behaviors and styles, leader emergence, and leader effectiveness. Studies reveal patterns of sex and gender differences in leadership that occur as average overall effects, with overlap between men and women. A variety of situational, cultural, and individual variables affect the results of studies, as do time periods, which makes it difficult to summarize overall differences. Stereotypes about men and women can make it difficult to determine actual versus perceived differences. Sex and gender discrimination against women, stigma toward nonbinary and trans people, and simplification of men and masculinities play large roles in shaping perceptions of leadership and gender, as well as in leaders' internal conceptions of themselves. Academic research has focused on Western models of leadership using English-speaking participants, which has greatly limited understanding. Scholars have charted several research agendas for further investigation into barriers to women’s leadership; cultural differences; and the effect of virtual work environments, as well as expanding study of gender to include trans, nonbinary, and men’s leadership.